WELCOME

LOGISTICS CLUSTER GLOBAL MEETING

v

WASHINGTON, D.C. - 2018

#LogClusterGM

logcluster.org | @logcluster | @logcluster | @logcluster

@USAID @theOFDA @USAID| ||usaid.gov

OPERATIONS UPDATE II

SOUTH SUDAN (VIDEO)

INNOVATION FOR FUTURE HUMANITARIAN NEEDS

Microsoft Technology for Social Impact

Cameron BirgeHumanitarian Response Officer

Technology for

Social Impact

Tech for Social Impact

empowers nonprofit and

humanitarian

organizations to advance

their missions through the

power of technology.

Real-world solutions for Nonprofits & Humanitarian Organizations

Top Nonprofit Scenarios

Nonprofit Foundations UN

Engage Donors, Volunteers, and Beneficiaries

Optimize Operations

Innovate for Impact

Empower Employees

Support Beneficiaries

Security, Privacy, and Compliance

Access to data

Fundraising research and analysis

Finance, budget and accounting

Strategic planning

Data privacy

Security standards

Constituent and donor management

Workforce management

Program planning

Collaboration

Digital identity

Global auth. and SSO

Campaign management

Project management

Monitoring and evaluation

User productivity

Open and permissioned data

Endpoint protection

Event management

IT operations

Insights and analytics

Mobile workforce

Data exchanges

GDPR

Volunteer management

Grant, award, and contract management

Mobile data connection

Knowledge management

Standards and policy

Awareness and assessment

Beneficiary management

Logistics and supply chain

Policy and advocacy

Accessibility

Distributed ledgers

Device management

Donor engagement

Program outcomes

Program delivery

Infrastructure and Security

Volunteer management

Grant management

Collaboration

Focal point for data

Common Data Schema (CDS) brings an organization’s data together.

Build your app here, benefit from everyone else’s data.

Business Applications

▪ Cross Platform Seamless Integrations

What does it Enable?

▪ Cloud-first, Service Connected

▪ Single data store

▪ Workflow, Security

▪ No Code / Low Code

▪ Centrally manageable

▪ Purpose-built for nonprofits

▪ Transactional Business Processing

▪ 1st & 3rd Party Data Integrations

▪ Uniform view of Business Entities

▪ Enterprise Analytics, Reporting

Dynamics 365

Power BI PowerApps Flow

Common

Data Service

Connectors

+ Gateways

Office 365 +

Business Application Platform

CDS-T CDS-A

Common Data Model

+

Integrated at every level of Power BI

Current painIt takes too long and costs too much to build a system of intelligence:

• Data is everywhere, siloed across many systems in the cloud and on premises.

• Creating a comprehensive schema to integrate all the data requires deep data modeling expertise.

• Extracting insights requires scarce developer skillsets and lots of custom development.

• Closing the loop and connecting insights to action is really hard.

CDS-Analytics ValueWe dramatically accelerate time to value by providing the following capabilities:

1. Leverage 70+ connectors and on-prem gateway to easily move and aggregate data into a data lake in a standard schema.

2. The standard schema allows customers to get domain-specific insights, e.g. NL, ML, BI. These are available through Dynamics 365, Cortana, and Power BI.

3. Millions of non-developers can extend the out of the box insights or create entirely new value based on CDS-A data with low-code/no-code experiences.

cabirge@microsoft.com

linkedin.com/in/cameronbirge

@msftnonprofits

INNOVATION FOR FUTURE HUMANITARIAN NEEDS

The International Humanitarian CityEMERGENCY PREPAREDNESS AND RESPONSE

Global Logistics Cluster Meeting

15

INSERT TITLEWhat is IHC?A Unique Free-Zone Authority

ABOUT IHC

IHC: A Humanitarian Hub

▪ Non-Profit Free-Zone Authority

▪ Hosts 70 Members

▪ Largest Logistics Humanitarian Hub and warehouses

▪ Strategic Location

IHC Services

▪ Government Services

▪ Facilitation of airlifts

▪ Partnerships and visibility

▪ Innovative initiatives

16

The International Humanitarian CityVision and Future

https://hub.intellytics.com/BOE/BILaunchpad

The Humanitarian Logistics DatabankOverview Screenshot – Outbound 2017

The Humanitarian Logistics DatabankStocks

BREAKSession will restart at 10:45

Lead Agency Perspective

Amer DaoudiWFP Senior Director Operations

(Emergency and Supply Chain Divisions)

REVIEW OF THE LOGISTICS CLUSTER

STRATEGY 2016 -2018

‘Mid-term Review of The Global Logistics Cluster Strategy 2016-2018’

v1.3 31st May 2018

Initial Findings and Analysis

Copyright © Avenir Analytics, Ltd 2018

AV162 GLC Strategic Plan Review

Contents

24

1. Objective and process

2. Assumptions and methodology

3. Findings and analysis

4. Key questions for the next plan

5. Summary and clarifications

AV162 GLC Strategic Plan Review

1. Objective and process

25

1. Kick off the review

2. Create inception report

3. Collect base data

4. Produce initial findings

5. Test Initial findings

6. Draw conclusions

7. Formulate recommendations

Identify any inaccuracies / gaps and

generate discussion

Measure the relevance, efficiency and

effectiveness of the GLC 2016-2018

strategic plan to date, and make a

recommendation on its sustainability

AV162 GLC Strategic Plan Review

2. Assumptions and methodology

26

focus grouprecordsliterature

findings

analysis

interviews

description

Conditions for success

Framework

- A strategic plan is used to make clear decisions and

secure commitment across stakeholders

- It is required for coordinated, intentional and

prioritised activities to meet stated objectives

- Strategic planning and implementation is the chosen

mechanism for the GLC to increase its impact

Phase Gap Issue

Preparation

Analysis

Application

AV162 GLC Strategic Plan Review

3. Findings and analysis

27

Preparation Clarity on what impact is to be achieved Plan purpose isn’t fully agreedPreparation Clarity on what impact is to be achieved Plan purpose isn’t fully agreed

Analysis Definition of how the impact will be achieved Low priority for active stakeholders

Preparation Clarity on what impact is to be achieved Plan purpose isn’t fully agreed

Analysis Definition of how the impact will be achieved Low priority for active stakeholders

Application Systematic tasking to generate impact Insufficient guidance and management

Preparation Clarity on what impact is to be achieved Plan purpose isn’t fully agreed

Analysis Definition of how the impact will be achieved Low priority for active stakeholders

Application Systematic tasking to generate impact Insufficient guidance and management

Preparation Clarity on what impact is to be achieved Plan purpose isn’t fully agreed

Analysis Definition of how the impact will be achieved Low priority for active stakeholders

Application Systematic tasking to generate impact Insufficient guidance and management

Can GLC be accountable for the strategic plan ?

Can stakeholders be differentiated?

YES

Can the mission and vision be

specified?

YES

Revise

YES

Retain

NO

Replace

NO

NO

AV162 GLC Strategic Plan Review

4. Key questions for the next strategic plan

29

AV162 GLC Strategic Plan Review

5. Summary and clarifications

‘Mid-term Review of The Global Logistics Cluster Strategy 2016-2018’

v1.3 31st May 2018

Initial Findings and Analysis

Copyright © Avenir Analytics, Ltd 2018

LUNCHSession will restart at 13:30

STRATEGIC PLAN ?!

POST 2018

YOUR TABLE FOR 15 MIN:

WHY DO I NEED A “STRATEGY” AND

WHAT DO I WANT TO GET OUT OF IT?

Aspirational (Vision/general direction) vs. Implementable (How to reach, indicators, clear accountabilities)

BREAKSession will restart at 15:40

OPERATIONS UPDATE III

IRAQ (VIDEO)

WORKING GROUPS UPDATE

KPI, CASH, PREPAREDNESS, LESSONS

LEARNED, SPHERE

WORKING GROUPS UPDATE

KPI

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Action point: Bonn (May 2017): Working group to look at Logistics Cluster Key Performance Indicators

Working group: Global Logs Cluster, Mercy Corps, CRS, Oxfam GB, ECHO & BRC

Indicators (audience: public, media, communications – to inform)

➢ No. of trucks loaded➢ Tonnage of NFIs shipped

Key Performance Indicators (audience: Logs and operations – to manage)

➢ % utilisation of trucks’ capacity➢ % NFIs shipped in full & on time

VISION: Vulnerable communities globally are effectively served in crises by a prepared and locally driven humanitarian system

Strategic KPIs

GOAL 1: Strengthen the immediate response capacity of national actors in disaster-prone countries, and identify best capacities for potential humanitarian response.

KPI 1: Degree to which national capacity is strengthened.Data / Metric: target x % of affected served within y time period & actual %Actions: National strategic target req’d – Preparedness group

KPI 2: % of logistic preparedness capacity gaps that are addressed.Data / Metric: # gaps & # addressedActions: identify # gaps & % addressed – Preparedness group

KPI 3: % of action plans that are adopted and implemented at a local level by local organisations.Data / Metric: target # people served by action plans & actual # servedActions: identify % people served vs.target – Preparedness group

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Strategic KPIs

GOAL 2: Engage with various actors on the global, regional and local levels to understand and address humanitarian logistics requirements.

KPI 4: % of local, regional and national registered partners that participateData / Metric: target # & actual # participatingActions: identify target # & % participating – Country Log Cluster

KPI 5: % and variety of organisations / stakeholders engaged.Data / Metric: target # & actual # participating @ GLM, LRT…Actions: identify target # & % participating – Global Log Cluster

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Strategic KPIs

GOAL 3: Operate an effective platform that provides operational coordination, leadership of common logistics services, and logistics information to support the humanitarian community.

KPI 6: Degree to which resource pool (human resources) meets demands of new and on-going emergencies. Data / Metric: # weeks position vacant & # weeks position filledActions: identify % positions not filled – Global Log Cluster

KPI 7: % of pre-agreements (assets, service providers) signed with selected countries.Data / Metric: # pre-agreement target & actual # pre-agreements in placeActions: identify % target pre-agreements in place– Country Log Cluster

KPI 8: % of operations that implement standards- (i.e. implement up-to-date toolkit, SOPs, MOUs etc.)Data / Metric: identify target # & actual # tools, SOPs etc. implementedActions: identify % tools implemented – Country & Global Log Cluster

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Strategic KPIs

GOAL 4: Actively use learning to improve humanitarian logistics operations through learning from experience and sharing best practices within the logistics cluster partners.

KPI 9: % of LLE recommendations adopted and implemented internally and externallyData / Metric: # accepted recommendation & # implemented – see DashboardActions: identify % accepted recommendation implemented – Global Log Cluster

KPI 10: % of best practices adopted and implemented internally and externallyData / Metric: # best practices identified in LLEs & # implementedActions: identify % best practices implemented – Global Log Cluster

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Strategic KPIs

Operational KPIs:KPIs measuring the activities of the deployed Logs Cluster, data and metrics for these already measured or have systems in place to measure them. Action: IM support to build / add to Dashboard

COORDINATION & INFORMATION MANAGEMENT: KPI 11: % and variety (with focus on local) of organisations actively participating in coordination and information sharing

KPI 12: % of meetings held to schedule

KPI 13: % of organisations that rate satisfactory for coordination and information sharing

KPI 14: % of information gaps identified and addressed within target time

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

SERVICE PROVIDERS:

KPI 15: 85% of con-ops services requested are fulfilled

KPI 16: 85% of organisations that rate ‘satisfactory’ for the service provided

KPI 17:Indicator: Local vs international values of equipment procured, rented or leasedIndicator: Local vs international values of local services contractedIndicator: Local vs international values of local staff employed

KPI 18: % of expenditure against approved budget

KPI 19: Lead time (against plan) to close down services that are no longer required to meet a humanitarian need.

KPI 20: Lead time (against plan) to open services given funding, security and con-ops approval.

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

Plan of Action: KPI Working Group & IM

➢ KPI Worksheet to be developed for each KPI

➢ Gaps in data fields identified and actioned

➢ Data analysis process(es) identified and implemented

➢ Dashboard developed to present KPIs and Indicators

➢ Dashboard reviewed for usefulness as management & communication tool

Logistics Cluster Global meeting –Washington DC – June 2018

Indicators & KPI Working group

WORKING GROUPS UPDATE

CASH

Cash Working Group Update

May 2018

Working GroupNEW Working Group - Established from discussion at Leysin

● 6 members○ Tearfund (WG Lead) – Pieter / Lisha

○ CRS - Lionel

○ ICRC/IFRC - Dragana

○ Plan International - Rebecca

○ Oxfam International - Bachir

○ GLC – Cristina (ACH Secondee)

● 5 meetings (virtual)

ToR, Scope, Objectives

○ Act as a strategy consultation group on Cash

○ Quick analysis of the logistics related gaps in the implementation of CTP & MBP/I

○ Identification of the gaps that the Logistics Cluster Community could address / add value

○ Identifying any activities the Logistics Cluster Community could advocate for

○ Exploring / reviewing the Logistics Cluster role with the Cash Working Group (UNOCHA), especially, but not only, during emergencies

2018 Workplan

• ToR defined by end of March

• Collect information by April

• Consolidate first findings by May

• Provide 2 recommendations for GLC by May (GLM)

ApproachBilateral consultations with stakeholders to answer:

● What are the supply chain gaps in Cash Transfer Programming?

● What are the supply chain gaps in Market Based Programming?

● What gaps in either CTP and or MBP can the Logistics Cluster Community address?

● What activities the Logistics Cluster Community can implement to address the gaps?

● How can the Logistics Cluster Community interact / complement existing working group / initiatives?

● Are their good examples / case studies where logistics is supporting either CTP or MBP?

Progress as at May 2018Consultations with:

● Cluster Coordinators● OCHA● CASHCAP● British & Swiss Red Cross / IFRC / ICRC● Thought leaders / Specialists

Consolidated and analysed the feedback to bring out potential actions that are:

● Common / trending across stakeholder interviews● Potentially within Logs Cluster Community remit● Realistic and Relevant

● MIC (Market in Crises)

● CaLP

● ELAN

FeedbackSome of the main gaps identified:

● Market Monitoring - baseline and post monitoring e.g. price monitoring - what and how often, including volume / availability / pipeline

● Infrastructure assessments (access and security)● Performance monitoring to ensure quality and supply● information management of supply chains and accessibility● Guidelines on how programme/logs work together● FSP mapping● Standard requirements for FSP services

Recommendations1. Defining the menu of potential roles of the LCC in Cash and

MBP / Hybrid Response - what they could /should do, what support they might need to be ready to do this

2. *New opportunity* Cluster Coordinator Guidelines for CASH -input

3. Inventory and Re-energizing of logs-cash resources. Identify ‘true’ gaps, updates needed, then re-circulate

4. Add CTP/MBP related service providers (consistently) into the LCA. This could be information from cluster partners as much as directly logs cluster – are we ready for wiki-LCA?

5. Initiate research into the best way of doing market monitoring (beyond food) and market assessments - possibly partnering with a private partner and/or an academic institution

Moving Forward

● Sense Check – Recommendations● Questions, Comments, Next Steps

WORKING GROUPS DISCUSSION

ISSUES AROUND SPHERE WG AND

CLOSING OF THIS GROUP

MAPPING OUT HOW TO ENSURE GOOD

FUNCTIONING OF WORKING GROUPS

LC Preparedness Working Group

Work streams and WG Involvement

➢ Network outreach, partnership establishment

➢ Revision, guidance, technical input

➢ Target user feedback (survey)

➢ User testing (July-September)

➢ Data needs definition (June)

➢ Partner data sharing

Pilot Country Update

Country Overview

• Madagascar: started

• Bangladesh: started

• Indonesia: started

• Haiti: Scoping mission done, planning phase

• Nigeria: Scoping mission done, planning phase

• 6th country: TBD (Final decision June)

Preparedness Platform

Target audience and functional needsSupport Humanitarian Partner’s logisticians in supply chain decision making

(1) Information Provisiontimely, targeted, validated

(2) Collective & Coordinated automated, collaborative processes

(3) Analytical Enhancementsnetwork modelling & simulation

(4) Pre-emptive Analyticsbehavioural pattern analytics & social media

mid 2018

end 2018

2018 / start 2019 (tbc)

)

Phase 1 focus on core products

CONOPS map creation

LCA mapping

Logistics access constraints mapping

Simulator

Outlook, Working Group involvment

DINNERClyde’s of Gallery Place

707 7th St NW

This dinner is kindly supported by